Product Planning & Processes Friday 21 March, 2014

1. Product Planning & ProcessesFriday 21 March, 2014 Dublin Institute of Technology Post-Graduate Diploma in Product Management

2. Student Goals 42 • What do you already know? • What do you want to know?

3. Scott Sehlhorst Product management & strategy consultant 8 Years electromechanical design engineering IBM, Texas Instruments, Eaton 7Years software development & requirements > 20 clients in Telecom, Computer HW, Heavy Eq., Consumer Durables 9 Years product management consulting >20 clients in B2B, B2C, B2B2C, ecommerce, global, mobile Agile since 2001 Started Tyner Blain in 2005 Helping companies Build the right thing, right

4. Where We Are in the Curriculum • 10. Strategic Product Plan – Product Lifecycle Case – Innovation Audit

5. Schedule

6. Sources of Requirements • Strategy • Defines your company’s goals, and your company’s goals for your product • Sets the context for prioritizing the internal importance of what your team will do • Market & customer analysis • Understanding the problems customers are willing to pay to solve • Sets the context for prioritizing the external importance of what your team will do

7. Product Management Strategy • Be market driven • Have an outside-in bias • You are not your customer • Work in the context of a market model • Be intentional about who your product is for • Be agile in how you manage your product • Your market changes – adapt to it • Your competitors change – respond to & pre-empt them • Your understanding grows – apply it

8. Outside-In • Innovation is what you get when you have a valuable invention.

9. Outside-In vs. Inside Out • Outside-In: There’s a problem • Will people pay to solve it? • Can we solve it? • Can we get people to pay? • Inside-Out: We have a tool • What problem can we solve? • Who has that problem? • Will they pay us to solve it?

10. Goal Driven Development

11. Impact Mapping • Goal • who makes it happen? • what activity are they doing to make it happen? • How do they measure success of the activity? • How does (should) our product change the activity? • What is the impact of our product on their activity? • How do they measure the success of our product? • What other activities of this person affect the goal?... • who else could impact the success of the goal? • What are these other people doing?…

12. Impact Mapping

13. ExerciseSmart Watch Requirements • At your table… • Identify* what you would like to do with your device (5 min) • Examples • Check the Current Time • Change to Current Time Zone

14. Some Examples (from Gábor Balogh) Images hidden (from people reading ahead)

15. ExerciseSmart Watch Requirements • At your table… • Identify what you would like to do with your device (5 min) • Organize what you identified and fill in gaps for one concept / activity • (5 min) • Example • Goal: Know the current time • Activity: Check the time • Capability: Change to current time zone

16. Problems -> Solutions -> Requirements • Understanding of the importance of problems to be solved. • Understanding relative value of solutions we can create. • Sequencing the creation of solutions to the problems.

17. Market Problems • An outside-in view of which problems are important to solve

18. Customer-Centric Market Model

19. Market Segments

20. Customers • Quick level-set question Are most folks already comfortable with the distinction between buyer and user personas?

21. Persona – UX Template

22. Persona – Real World Example

23. Approaching Persona Development • Keeping a perspective • Built on research • Primary research • Prospect interviews • Customer interviews • Win/Loss analysis • Survey data • Instrumentation of product • Ethnography • Secondary research • Published research • Competitor white papers • Infer from related research

24. Getting to Insights

25. Product Management Personas

26. Personas Represent Differences How important is it to you that the vacuum is…

27. Importance Varies by Persona

28. ExerciseSmart Watch Personas • At your table… • Identify what you would like to do with your player (5 min) • Group related tasks and identify underlying goals (5 min) • Identify personas you want to target for your smartwatch

29. Problems: Kano Analysis • You’ve already covered this… • Four perspectives customers have • Indifference • Must be/ must not be • Customer delight • More is better • Realisticmore is better (but maybe not covered this bit)

30. Kano Framework

31. Indifference

32. Must Be

33. Delighters

34. More Is Better

35. Diminishing Returns

36. Disruption

37. Table Stakes

38. Problem Classification - Summary

39. Example from each table • Pick a more-is-better problem that you identified • Show how solutions map to the curve. • What would make it disruptive? • What would make it table stakes? • Are there increments of improvement that make sense?

40. Markets Evolve, Things Change

41. Coffee

42. Structured Requirements

43. Structured Requirements

44. Use Cases and User Stories • Formal use cases • Informal use cases • Use case scenarios • Use case briefs • User stories • …Lions and tigers and bears,… Oh My!

45. Overhead of Documentation

46. Level of Detail Captured

47. Overhead vs. Level of Detail

48. Overhead vs. Domain Expertise

49. Domain Expertise • What level of expertise did members of your team have? • What are some of the communication challenges you faced? Expert “Invented the Space” New Hire New to the Space

50. Structure of a User Story • The card is not the story. • The card is a commitment to have a conversation.